Role Mandate

1. Build and scale the EVBM (EV Bus Management) vertical into a national, execution-led engine

2. Transition from decentralized depot-level operations to standardized, high-control operating model

3. Deliver ~13–14x scale-up while maintaining operational discipline, SLA adherence, and cost efficiency

4. Act as a “field-heavy business builder” — not just a corporate manager

Key Responsibilities

1: Transition Period (90% Individual Contributor and 10% People Manager role)

1. Hands-on Operational Control

a. Personally deep-dive into all existing depots and routes

b. Diagnose:

i. Driver productivity & availability

ii. Route adherence & inefficiencies

iii. Downtime causes (driver, infra coordination, OEM dependencies)

c. Stabilize daily operations to achieve:

i. High uptime of buses

ii. Strict SLA adherence with STUs / clients

2. Build Control Tower / Dashboarding

a. Create COO-level real-time dashboards:

i. Fleet availability vs deployed

ii. Route adherence & missed trips

iii. Driver attendance / productivity

iv. Depot-wise performance (cost, efficiency, uptime)

b. Move from manual / siloed tracking → centralized visibility system

3. Standardization of Operating Model

a. Define & implement:

i. SOPs for depot operations

ii. Driver recruitment, training & rostering model

iii. Incident reporting & escalation protocols

b. Start building replicable playbooks for new city launches

4. Business Growth Support (Tenders & Scale Readiness)

a. Work with COO/CEO on:

i. Operational inputs for recent tenders

ii. Costing assumptions (driver cost, shifts, utilization)

b. Ensure execution readiness before scale arrives

5. Organization Blueprint

a. Identify gaps in:

i. Depot leadership

ii. Regional oversight

iii. Central monitoring roles

b. Define future org structure (L1–L3) for scale

Phase 2: Stabilizing & Growth Phase

1. Revenue & Growth Delivery

a. Scale from ₹90 Cr to ₹1,225 Cr through:

i. Multi-city expansion across India

ii. Rapid onboarding of new bus fleets under contracts

b.



Ensure execution capability always stays ahead of onboarding

2. Operational Excellence (CORE OF ROLE)

a. Drive:

i. >95% fleet uptime (non-maintenance driven)

ii. High route adherence / minimal trip loss

b. Optimize:

i. Driver utilization

ii. Shift planning

iii. Idle time reduction

c. Institutionalize daily, weekly, monthly performance rigor

3. Driver & Workforce Management

a. Build robust systems for:

i. Driver hiring at scale across geographies

ii. Training (EV handling, safety, discipline)

iii. Retention and productivity

b. Manage large, distributed, blue-collar workforce efficiently

4. Multi-City Execution Model

a. Set up regional structures (North, West, South, East)

b. Ensure consistency in performance across all locations

c. Drive fast ramp-up of new depots without quality drop

5. Systems, Data & Digital Integration

a. Implement technology-led operations control:

i. Live fleet tracking

ii. Driver attendance systems

iii. Route optimization tools

iv. Client profitability

v. Operational incidents

b. Build data-driven decisioning culture at depot and central level

c. Drive digitization of business processes (ERP, FMS, MIS integration)

6. Stakeholder Management

a. Work closely with:

i. OEMs (bus providers)

ii. STUs / Govt agencies

iii. Infra & maintenance teams

b. Ensure seamless coordination across dependencies

7. Organization Building

a. Build a layered execution organization:

i. Regional Heads → Depot Managers → Supervisors

b. Transition from IC-led ops → scalable team-led structure

c. Drive accountability through KRAs and performance reviews

8. Commercial & Financial Discipline

a.



Ensure profitable growth (not just topline expansion)

b. Create strict control on:

i. Pricing discipline

ii. Cost of operations (driver, minor maintenance, vendor margins)

iii. Contract structuring & risk clauses

c. Partner closely with CFO team on:

i. Unit economics

ii. Working capital control

iii. Cash flow predictability

Context on immediate challenges to overcome

1. Building from a low-base, unstructured business to national scale

2. Working with legacy teams while upgrading capability

3. Managing rapid expansion without losing control on margins

4. Balancing growth speed vs operational discipline

5. Creating systems where currently people-dependency exists

6. Ensuring performance despite dependencies on 3rd party assets (OEM buses)

Candidate ProfileExperience

1. 15+ years in:

a. Transport / logistics / fleet operations / mobility services

2. Strong experience in:

a. Large-scale field operations

b. Multi-city execution

3. Exposure to EV ecosystem (preferred but not mandatory)

Key Competencies & Leadership Traits

1. Proven business builder (not just operator)

2. Strong commercial acumen and P&L; ownership mindset

3. Ability to work as a hands-on Individual Contributor initially and scale into leadership

4. Strong grip on data, dashboards, and performance metrics

5. Proven ability to manage blue-collar workforce at scale

6. Ability to build teams, systems, and processes from scratch

7. High ownership, speed, and bias for execution

8. Ability to standardize chaos into processes

Other softer aspects

1. Compulsorily based out of Pune HQ.

2. Besides English & Hindi, fluency in Marathi would be an added benefit.

3. Hands-on, execution-first leadership (not supervisory)

4. High speed, high ownership, low dependency

5. Comfortable operating in ambiguity + transformation environment

6. Ability to challenge legacy thinking without disrupting morale

Pay: ₹50,000.00 - ₹80,000.00 per month

Benefits:

- Provident Fund

Work Location: In person

📌 EV Bus Management (India)
🏢 Traveltime Mobility India Private
📍 India